The President's Call: Executive Leadership From FDR to George Bush (77 page)

BOOK: The President's Call: Executive Leadership From FDR to George Bush
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slowly. I can't raise salaries enough to bring in good people who carry major responsibility. For example, I can only pay $38,000 to a man who's responsible for making loans of $700,000 on his own authority.
As discussed above, frustrations with civil service protections featured strongly in many PASs' working lives. "The protection of the individual is beyond the level of adequacy. The federal government is slow to hire, slow to fire. This is good for stability and good for loyalty but it makes it tough to manage and changeit has its consequences." For example, after a year of trying to get rid of one CSES, Frank Keating at HUD found he could only do so by promoting the person laterally or "upstairs" (having first to find an available slot):
GS people are even harder to get rid of. It's virtually impossible to do, it's maddening. The only thing you can do is treat them like grains of sand in an oystertry to build a wall around them. I couldn't even get rid of the man responsible for hiring and protecting "Robbing Hood" [an employee in a prominent HUD scandal]I had to reinstate him due to service protections.
Another area of dissatisfaction surfaced in the issue of hiring political subordinates. While an occasional secretary will come on board with carte blanche hiring authority from the president (James Baker at the State Department, for example), most cabinet secretaries do not have total control in staffing their agencies. The PPO will often operate with surgical precision, telling an agency which political appointee to place in which position.
Similarly, PASs on down the line do not exercise a great deal of leverage in choosing their own assistants, either within or across party lines. This has meant running battles between agencies and the PPO, sometimes throughout the entire first year of an administration.
This pattern also holds between secretaries and the assistant secretaries in the agencies. Assistant secretaries are rarely given a free hand in hiring their subordinates. Hiring is usually a process of negotiation between the secretary or deputy and the assistant secretary, with the former holding the decisive vote. In one agency the assistant secretary was brought on board with the promise that he could hire his own staff but found the secretary vetoing his choices after he had rejected one of the secretary's candidates because he felt the man was incompetent. Finally, one of the other assistant secretaries clued him in: the secretary wanted
 
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to have one of ''his people" in each department and he was jeopardizing his own position by his refusal to take the secretary's choice. The assistant secretary gave in and took him, found him to be "a complete disaster, and spent the next nine months trying to get rid of him."
This same process also occurs in the IRCs. In most IRCs the chair is the administrative chief and the other commissioners may have little say in choosing their own aides. This led to the curious situation of Democratic IRC commissioners being assigned Republicans as their secretaries and confidential assistants by the OPM of the Reagan and Bush administrations.
Some PASs missed the satisfaction they found at other programs or in other lines of work: "At the higher policy positions you miss the direct benefits of seeing or producing a program, seeing you've
done
something."
Though the length of time it took to accomplish things was universally decried, several PASs also observed that there were occasional advantages to a system that requires many check-offs: "The flip side is that it sometimes makes for a better product," said one.
The NRC's Ivan Selin offered a less-than-sympathetic rejoinder to the multitudinous complaints about the restrictions on PASs' personal and professional lives. Noting the depth and breadth of PAS positions, he commented:
The problems with disclosure requirements and press intrusion are true, but so what? It's all true but it goes with the territory. People in public service have no reason to be embarrassed about things they have no control over (like an errant brother in drug rehabilitation). The frustrations of public service are high but the stakes are enormousyou have a huge impact, you should expect the issues you deal with to be highly contentious. I started a company that now has four thousand employees, but what I do [now] on Monday morning affects a huge number of people, so of course there's going to be conflict.
There's lots of chickenshit stuff in government (petty rules and regulations regarding gifts, the use of government cars), but why allow it to be a big deal? It goes with the territory.
PASs dealt differently with stress, depending, perhaps, on their age, personality, experience in government, and the particulars of their job. Several of the older male PASs mentioned the unexpected lesson their heart attacks and bypass operations taught them about slowing down and managing their stress appropriately. Others jogged every day to let off
 
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steam. As one said, "Health maintenance is a big item in this town."
Others, by virtue of personality or experience, delegated duties to subordinates. A few compared their current job stress favorably to previous occupationsuniversity administration was far more stressful, according to two. On the other hand, one declared that his previous work as a law enforcement hostage negotiator was less stressful than his PAS IG work:
At least in that job the issues were black and white with clear-cut goals and objectives. Now the stresses are more fatiguing, there are many more influences and ramifications and other government agencies to consult with. I cannot make a decision without doing it in a committee, it's not just based on objective factors and the best available information. Now decision making is a mental and diplomatic exercise more than anything else.
Some spoke of "the difficulty and enormity of the job, the long hours, the amount of material to be read and absorbed." Said another, "There are more successes and more frustrations in this job. There's a higher level of work, responsibility, exposure, and visibility."
The EPA's Fisher echoed Selin: "It's a high-stress job due to the weightiness of the decisions made, the number of controversial issues, the amount of interaction with the media and Congress, the complexity of the issues, and the personalities to deal with at EPA."
Said one whose job was listed in the
Prune Book's
"100 Toughest Jobs," "My stress level has been
very
high from Day One. The goal of most PASs by the end of the job is to leave one's job and get out of town with as few scars as possible." Others spoke of how they "always" felt under high-level stress. Another, noting these very high levels of stress among PASs, attributed it to interest group pressure, Congress, self-imposed stress, and stress resulting from attempts to change things in a context in which ''the status quo is the overriding influence in this town," a city of, as President Kennedy quipped, "Southern efficiency and Northern charm."
"Working for the government is akin to intellectual strip mining," one PAS's friend told him, but, he thought, "the intellect was the last thing it strips. Your energy is the first thing government strips. It doesn't actually use your intellectthere's too much to do, too much to read, too much preparation required" to make good use of one's intellect. Often he read material on the way to a meeting at which he had to make major financial decisions. He was very frustrated that "too much is decided on too little information."

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